Qualifications
As a project coordinator, I manage budgets, estimates, and client relationships. I'm also a former paralegal in debt law, and I served as Band Boosters president through a major transition, leading with fiscal discipline and steady judgment. I want to bring that same discipline and leadership to the school board.
Campaign Phone
803-766-4940
Campaign Email
beth.loprestid5sb@gmail.com
I support screen-light policies for K–2nd grade, with individual issued devices unnecessary until 3rd grade, when students begin creating research papers and presentations. From there, school-issued screens should follow age-appropriate structure paired with intentional curriculum, gradually expanding as students gain independence driving their own class schedules and learning through middle and high school. Every screen minute should map to a clear learning objective, not serve as filler. When devices are introduced, typing, computer skills, and digital safety should be explicitly taught alongside them, so students build competence and good habits from the start rather than being handed a tool with no foundation.
I support restricting AI use for core academic work with essays, problem sets, foundational writing and math, while still teaching AI literacy directly, not through open access. Students should learn how AI works, its limitations, and ethical use through structured lessons, not by using it freely on assignments. Elementary and middle schools should see minimal to no AI use in coursework, prioritizing skill-building without shortcuts. High school can introduce supervised, teacher-directed AI use tied to specific objectives, but default assignments should remain AI-free unless explicitly assigned otherwise. Academic integrity policies need clear, well-enforced boundaries, pairing detection with process-based assessment, not either one alone.
The Board should require transparent fiscal impact reports showing how charter enrollment shifts affect per-pupil funding, fixed costs, and facility use across the District. Enrollment data should drive proactive planning, not reactive cuts, adjusting boundaries, staffing, and programming based on real trends. Rather than treating charters purely as competition, the Board should examine why families choose them and invest in strengthening District schools where gaps exist, such as growing magnet programs and funding extracurriculars. Budget decisions should protect core classroom instruction first, with efficiencies found in administration before program cuts. Clear community communication about tradeoffs is essential throughout.
The Board's role is to set policy and budget priorities that make the District a place teachers want to join and stay, leaving day-to-day hiring to administrators. That means looking into competitive, regionally benchmarked pay and benefits, funding mentorship for new teachers, and supporting reasonable class sizes and planning time. The Board should monitor retention data by school and subject area to identify where turnover is highest and why, whether pay, workload, administrative support, or culture, and direct resources accordingly. Certification pathways and incentives can help in hard-to-staff areas. Ultimately, the Board should treat retention as a budget and policy priority, not just a hiring problem.
Education
Bachelors
Qualifications
15 years as an operations director managing a small team at an Ameriprise Financial franchise
Campaign Email
reevesschoolboard26@gmail.com
I believe technology should be a tool for learning—not a replacement for learning.
I would support reasonable limits on non-instructional screen time, especially phones and social media during the school day. Students need time to read, write, interact with their teachers and classmates, and learn through hands-on experiences.
I also think we need to be thoughtful about how much technology we put in the classroom. Just because we can use technology doesn’t always mean we should.
As a school board member, I’d want us asking a simple question: Is this technology actually helping our students learn? If it is, great. If it’s not, we shouldn’t be spending money on it just because it’s the latest technology.
I’m not against students using AI. AI is going to be part of their future, so I think our schools need to teach students how to use it responsibly.
At the same time, AI shouldn’t become a shortcut for avoiding learning. Students still need to develop critical thinking, writing, problem-solving, and communication skills on their own.
I would support clear, age-appropriate guidelines for when AI is appropriate and when it crosses the line into academic dishonesty. Teachers should also have the flexibility to decide when AI can or cannot be used for an assignment.
My goal would be to make sure our students are prepared to use AI as a tool—not dependent on it to do their thinking for them.
I think the School Board needs to look at the data honestly. We should understand how charter schools are affecting enrollment, funding, and our long-term budget—and, more importantly, why families are choosing other options.
My goal would be to make our schools strong enough that families want to stay, while making sure we plan responsibly for changes in enrollment and funding.
I think the School Board’s role is to create an environment where great teachers want to work and stay.
That means supporting competitive pay, giving teachers the resources and support they need, reducing unnecessary burdens, and listening to their concerns.
If we want to retain our best teachers, we need to make sure they feel valued and supported. Ultimately, supporting our teachers is an investment in our students.
Education
Master of Arts -Liberty University / Bachelor of Arts -University of South Carolina
Qualifications
Proven leadership, strong financial stewardship, and meaningful community engagement. I bring 15+ years of executive experience overseeing complex credit portfolios, strengthening accountability, and improving operational performance. I’ve led large teams, delivered measurable results, and managed multimillion‑dollar responsibilities in regulated environments. As a board member of the Columbia Community Relations Council, I’m committed to inclusive, community‑focused decision‑making that reflect
Campaign Phone
8033193440
Campaign Email
trickensr@gmail.com
In Lexington-Richland Five, I support a balanced approach to screen time that keeps students focused, alert and engaged. Technology used responsibly is a valuable tool, but it should not be a means to replace meaningful classroom interaction or become a distraction. I would support limiting non-instructional device use during the school day, ensuring that students create healthy digital wellness habits. I also believe families, teachers, and administrators must partner together to set consistent expectations, so students learn to use technology responsibly both in school and at home.
AI can be a useful learning tool when students are taught to use it responsibly. I would support school policies that help students use AI for research, writing support, and problem solving while still requiring them to show their understanding and original work. AI should not be viewed as tool to replace student critical thinking skills but as a bridge to expand their education and access to information. It is important that students understand the limitations of the use of AI and use it ethically and within established guardrails. If used properly AI can enhance the learning without undermining academic integrity or student accountability.
The School Board should take a data-driven and transparent approach when assessing how charter schools affect the district's budget and current enrollment. This includes a much-needed review of current enrollment trends, per- pupil fundings shifts, family demographical changes and the financial impact of students leaving or returning to the district. The district must commission an annual impact study that shows how charter school growth has shaped the way parents view the current educational needs of their children and address those concerns. The board should also engage families and educators to understand why students choose charter options and again identify those areas where the district can strengthen its own programs.
The School Board plays a vital role in creating the conditions that attract and retain excellent teachers. While district leaders manage daily hiring, the Board sets the policies, priorities, and budget decisions that shape their overall work environment. This includes ensuring competitive compensation, supporting safe and well-staffed classrooms and creating a culture where teachers feel respected and heard. As the Board is currently working on rolling out the Faculty Advisory Committee (FAC) to its staff. This will allow the Board to monitor staffing needs and to address the issues that impact teacher satisfaction and long-term commitment. Strong teachers are essential to the success of our students and they should be our priority.
